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Striking the

Balance @ Work

10 June 2013

2

Opening Remarks 2.00pm – 2.15pm

Best Practice Framework and Sharing 2.15pm – 3.15pm

Break 3.15pm – 3.30pm

Focus Groups 3.30pm – 4.30pm

Upcoming Events 4.30pm – 4.45pm

Summary and Q&A 4.45pm – 5.10pm

Next Steps 5.10pm – 5.15pm

Agenda

Malaysia Women Labour Workforce Participation Rate

3

Malaysia has the lowest level of labour force

participation among women in ASEAN…

… and has remained relatively stagnant over the past

decade

• Participation levels in 2008 is below the level that

would be expected given Malaysia’s level of

development

• Female to Male participation gap is at 44%, 3

times larger than ASEAN and APAC average of

15%

• Participation levels have not gained momentum

since 2000

• Participation is low relative to other Asian and

OECD Countries

Source : Malaysia Economic Monitor, Nov 2012, Labor Force and Social

Trends in ASEAN, 2008

Source : Malaysia Economic Monitor, Nov 2012

“Single Peak” Employment Pattern

4

Malaysia’s participation profile is single-

peaked, unlike most developed countries

The women dropout rate is particularly high in

the mid-to-senior management level

• Malaysia - only country in ASEAN with this profile

• Labour force participation of women peaks before

marriage and decline steadily thereafter

(indicates that woman are not re-entering the

workforce after child birth)

• A significant drop of about 35% in participation

levels is observed from entry-level professionals

to mid-to-senior management

• The significantly lower participation of women in

the Board/C-Level contribute substantially to low

overall participation rates

Source : Malaysia Economic Monitor, Nov 2012 Source : McKinsey & Company

Single Peak Absence of double peak

Agenda

5








Diversity and Inclusion is important because it brings tangible

and measurable benefits to companies

6

Inclusion

Diversity

Encompasses the many ways people differ :

• Gender• Age• Race &

Background

• Disability• Sexual

Orientation

Work environment that enables all individuals :

• To be treated fairly and respectfully• To have equal access to opportunities

and resources• To be able to contribute fully to the

organisation’s success

Definition Business Benefits

Fortune 500 companies with most Women Board

Members outperformed those with the least by 16%

in Return on Sales and by 26% in Return on Invested

Capital.5

Source : 1. CLC, 2.Towers Perrin Global Workforce Study, 3. RBC, 4. New Paradigm Learning Corporation, 5. Catalyst

Widens the talent pool to attract and retain people

with different characteristics such as disabilities,

sexual orientation, generation, ethnicity, etc.1,3,4

50 global companies with highly engaged employees

saw a 19.2% increase in operating income and a

27.8% increase in earnings per share over 12 months.2

Flexible Work Arrangements at Johnson & Johnson,

PepsiCo, and Prudential Financial have resulted in

productivity gains of 5% to 10%.1

Leading companies embrace Diversity & Inclusion by having a

wide spectrum of practices in place

7

Diversity & Inclusion Segments

GenderGender DisabilityDisability LGBTLGBTAge & GenerationAge & Generation

• International Women’s Day

• Mother’ Room

• Extended maternity leave

• GlobeSmartOnline Platform

• Building Cross-Cultural Awareness Course

• Technology provisions for People with Disability

• Persons with Disability Local groups and networks

• Disability month

• LGBT network

• LGBT month

• Domestic partner benefits and health benefits for Transgender

• Targeted recruitment campaign

• Social media & blogs

OriginOrigin

Flexible Work Arrangement

(FWA)

Mentoring & Training

Programme

Family Friendly Facilities (FFF)

Recruitment Process

Performance Management

Work-Life Benefits (WLB)

Accenture has embedded Diversity & Inclusion culture

globally

8

Objectives

• Increasing demands for

diverse talented people –

global business calls for a

larger talent pool

• Maximise business

performance through global

reach and scale, blended

teams across geographies

and workforces

• Address diverse customer

needs in a targeted manner

• Increase shareholder’s value

Key Features

1

• Accenture’s enduring core values have worked in support of diversity and inclusion since the organisation’s founding

2

• Accenture’s Women initiatives was launched in the US in 1999

3

• In February 2003, Accenture formally established a Global Diversity & Inclusion governance body to provide strategic guidance and support for diversity programs and activities around the world

4

• Today, D&I initiatives are implemented across most Accenture offices globally

Accenture’s Implementation Journey

Case Study

Key Features (cont’d)

9

CEO

Group Chief Executives

Geography Managing Directors

Country Managing Directors

Senior Executives

Middle Management (Executives)

All Employees

Board of Directors

Driving Diversity & Inclusion begins with the senior leaders….

Two global governance bodies:

• Accenture Diversity Council: senior leaders who are decision-

makers and regarding inclusion and

diversity

• Accenture Diversity Forum: leaders who recommend ground-

breaking solutions to inclusion and

diversity challenges

“Tone from the top”

Case Study

Results

… and the results are tracked with a clear set of metrics

Gender MixRefers to the composition of women in the

workforce according to each job level (i.e. % of

women)

Attrition

Gap

Refers to the difference between the

attrition % of men and women

Recruitment MixRefers to the mix of women hires for the given

period (i.e. % of women)

Engagement

Gap

Refers to the index difference between women

engagement versus men in the organisation

D&I SponsorshipRefers to the no. of sponsorship of workforce

diversity & inclusion events by senior leadership

FWA UtilisationRefers to the % of Flexible Work

Arrangement utilisation by women

Source: Accenture Diversity Metrics

Accenture’s Gender Diversity Key Metrics

• More than 90,000 women (36 % of the global workforce) work for Accenture

• More than 17% of Accenture’s senior leadership are women

• 27% non-management directors on Accenture’s board are women

• Nearly 40 percent of new hires are women

• 86% of those (in ANZ) who went on parental leave in FY09 are still employed

• Increase of an average +13.8 score (in ASEAN) for employees utilising FWA

• FWA Utilisation in Malaysia is 39% increased by 2% from FY11 to FY12

Key Features (cont’d)

Internal Metric used for

internal reporting

External Metric used for

external reporting

• In 2013, IWD events were sponsored by 179 senior leaders globally

Case Study

The impact is created at both individual and organization level

11

• Tailored training opportunities for

women executives and senior

executives (e.g. Developing High

Performing Women, Managing

Diverse Teams)

• Accenture Women’s Network

online community to connect

women with role models

• Inclusion & Diversity Excellence

Awards to recognise individuals

who innovate, support and promote

inclusion and diversity

• Networking and celebration

events, including International

Women’s Day (IWD). In 2013, 179

events were hosted across 39

countries

• Work life balance and Flexible

Working Arrangements for all

employees (e.g. flexi-time,

compressed work week,

telecommuting, part time, job share,

ad-hoc flexibility, alternative

schedule)

• Working Parents and Childcare

Support programs, network and

tools (e.g. pre and post natal

checklist, childcare kit)

• Inclusion and Diversity training (e.g.

Diversity Awareness, Diversity

Management)

• Review of gender mix, recruitment,

attrition metrics

• Review of performance

management processes and

candidates for promotion

Individual Organisation

Case Study

Corporate Malaysia’s leaders also believe that gender

diversity benefits their organisation

12

Gender DiversityGender Diversity

• International Women’s Day

• Mother’ Room

• Extended Maternity leave

“Diversity brings fresh perspectives and dynamic insights as we are all

different culturally and by experience. This then gives greater depth and

context to the corporate conversations we have as we build strategy and

plan smart execution. Generally, women are said to have a higher

emotional quotient and many organizations today value this trait in

employees for team work and customer relationship building.” Stuart

Dean, CEO GE ASEAN

“Gender diversity adds value to an organisation and improves business and

financial performance through having different perspectives and varied

viewpoints, enabling more creative solutions, and maintains a balanced

social atmosphere at work.” YBHG Datin Teh Ija Mohd Jalil, Executive Director,

Corporate Resources Securities Commission Malaysia


(FWA)

Mentoring & Training

Programme

Family Friendly Facilities (FFF)

Recruitment Process

Performance Management

Work-Life Benefits (WLB)

““Flexible work practices ultimately aim to ensure that the workforce is

supported and motivated. A happy workforce translates into improved

productivity, performance and job satisfaction resulting in a team

that delights our customers.” Menaka Rajasegaran, Ethics &

Compliance Director for South Asia, Dell

Results

Securities Commission has established an on-campus

childcare centre for employees

13

Objective

• Established TASSEK childcare

centre in January 2001 to :

o Support employees with

balancing work and family

commitments

o Increase engagement and

retention

• Within a year, 84 children were

enrolled

• Mothers-to-be register months

in advance.

• Encourage parents to spend

time with child as overtime

charges apply

• Invested RM 600,000 to establish

• Managed internally but in 2008

partnered with BiB’s Childcare

Development Centre

• Subsidy is provided to employees

• Key success factors:

o Attentive to employees’

needs

o Right practices and policies in

place

o Relationship building

Key Features

Case Study

GE has established the largest Women’s Network globally

14

• Operating structure consists of a

leadership team, regional

steering committees and local

hubs.

• Mentoring and technical specific:

o Women & Technology

o Women in Commercial

o myConnections

• Other activities include :

o Work-life balance workshop

o Partnering with local

organisations to contribute

physical and financial

resources

Objective ResultsKey Features

• Accelerate the

advancement of

women in GE

• Foster retention and

promotion of women

in technology and

engineering

• Attract new talents

• Exchange views on

work life balance,

career path, flexibility,

and role models

• 100,000 members in 43

countries compared to only

5000 members when it first

started off

• After 5 years, increased

o 5% to 13% of women

corporate officers

o 9% to 14% of senior

executives and

o 18% to 21% of executives

• Raised USD 431,622 to award

scholarships to 108 women in

college

Case Study

Success stories among our leading companies are driven from

a four-lever framework

15

Org

an

isa

tio

na

nd

In

div

idu

al

imp

act

Ind

ivid

ua

l D

riv

ers

& L

ev

ers

Diversity & Inclusion Segments

STRATEGY & OBJECTIVES 1

Gender

Diversity

LEADERSHIP2

ORGANISATION ALIGNMENT3

MARKET PLACE CONNECTION4

DisabilityOriginLesbian, Gay,

Bisexual,

Transgender (LGBT)

Age &

Generation

What is the state of Diversity & Inclusion maturity in your

organisation?

• Organise Training & Development directly related to building I&D Competencies

Ma

turi

ty L

ev

el

• Basic D&I data for tracking

• Minimum required variables (e.g., age, gender) for legal and regulatory compliance.

• HR monitors D&I compliance and makes recommendations, but low accountability

• Loosely defined aspirations on gender diversity • Wider gender diversity metrics across

organisation, where legally permissible, for attraction, retention & promotion

• Broad range of demographic variables, alignment with strategic objectives

• Targets for diversity mix at the senior levels of the organisation

• Offers diversity training

• Basic demographic analytics aligned to business performance indicators.

• Reports to leadership levels

• Organisation has Chief Diversity Officer or Head of D&I

• Leadership serves as sponsors

• Offers diversity training

• Leadership development programs

• Offers Affinity Groups

• Originated at CEO, board of directors; have Chief Diversity Officer non-reporting to HR

• Affinity Groups have leadership sponsors

• Diversity efforts are networked intensively with business unit mgrs

• Use Diversity Quotient as metric, track progress, and report diversity figures internally and externally

• Examines the diversity mix to identify trends in performance, productivity and innovation

• Focus on diversity in the entire talent pipeline and the business case for diversity

Accountability

Analytics

Diversity mix targets

Coverage of diversity segments

Diversity Training

LeadingProgressiveBasic 16

Legend

At your table, assess your organisation’s D&I maturity.

Answer the following questions:

1. What are the D&I initiatives within your organisation?

2. Diversity Training - What trainings have you put in place

for Diversity & Inclusion?

3. Accountability - Who is accountable for D&I

imperatives?

4. Analytics – How do you use your data analytics? Are

they used to measure D&I programmes?

5. Diversity mix targets - Do you set KPIs and targets pre-

defined to senior leadership or across all job levels?

6. Coverage of diversity segments – What is your

organisation’s coverage of diversity segments?

Activity – Self-Assessment of your organisation’s D&I maturity

17

Break (15 Minutes)

18

Agenda

19








Focus Groups

20

Topics:

• Activityo Sharing of Case Study.

• Agree on practices to discuss within

the group.

• Discussion: o Existing Practices amongst

companies

• Potential / Current Challenges and

Lesson Learnt.

• Wrap Up: o Select top 3 key take-aways /

lesson learnt for presentation

summary.

10 mins

15 mins

30 mins

5 mins

Duration

• Loreal

• Telekom Malaysia

Focus Group Breakout

21

The list below indicates the companies participating in the specific focus group discussion during the workshop :

• Star Publication

• Astro

• HSBC

• Infineon

• Intel

• Siemens

• UEM Group

• Ernst & Young

• JobStreet

• PepsiCo

• PwC

• Telekom Malaysia

• Valuecap

• Group 1:

Shankar

• Group 3: Fiona,

Prema

• Group 4:

Monsy

• HP

• KPMG

• Siemens

• Group 2: Chai

Ping & Suriahni

• Taylor’s Education

• The Star

• Sime Darby

Group 1

• Compressed Work Week, Flexi Hours/ Flexi Time, Job Sharing, Staggered Hours, Telecommuting

Group 3

• Childcare Centre/ Childcare Subsidy

Group 4

• Support Network, 4 Months Maternity Leave, Sabbatical

Group 2


FacilitatorParticipating CompaniesFocus Groups

• Sime Darby • Group 5: TP

Group 5


• SilTerra

• 1MDB

Case Study of Agilent : Flexible Work Arrangement

22

Key Outcomes Achieved

• 50 : 50 male and female

• 57% of VPs are women

Overview Programme Development Outcomes

Key Success Factors

• Agilent aims to build a

culture that supports

work life balance for

employees by providing

flexibility to attend

personal commitments

while managing the

expectations of their

career.

• Agilent has implemented a number of

flexible work arrangement schemes

which include :

• Telecommuting

• Flexi-time/hour

• Compressed work week

• Job Rotation

• These initaitives only require the

approval of their manager and is

practiced at all levels.

• To support a flexible work

environment, Agilent implemented

various tools such as laptops and soft

phones to ensure employees are able

to easily connect with one another.

• Since implementation of

flexible work initiatives,

Agilent has been

recognised as an

employer of choice for

women and for flexible

work arrangement.

• Currently, the company

has a 15% rate of

returnees coming back

into the workforce after a

career break.

Top Management

Influence

Robust Policies &

Infrastructure

Communication


Image Source :Employee Diversity @

Agilent materials

Case Study of PwC : Worklife Plus Programme (WLPP) –


23


• 5% increase in engagement score from 65% last year to 70% this year


• The objective is to look at

initiatives that retain

employees through

flexible work

arrangements.

• Feedback from staff

through the annual Global

People Survey highlighting

the need to do something

about work-life balance.

• The Worklife Plus Plan (WLPP) was

established with the strategic aim

of retaining staff and encouraging

worklife balance by offering the

following flexible options :

o FlexSpace

o Flexible Work Arrangements

o Career Break

• PwC Malaysia obtained best

practice from their UK office &

customised the programme to fit

the local needs & environment.

• Indirectly, this initiative addresses

the diverse needs of their people

as it’s applicable to everyone.

• The programme has enabled

employees to manage their

work and life commitment

through career breaks and

flexwork arrangement.

• Engagement scores in

Malaysia is 70% this year

compared to 65% last year.

It has increased for all lines

of service.

Top Management

Influence

Robust Policies &

Infrastructure

Communication with

Employees

Culture of Trust


Key Success Factors

Case Study of Securities Commission (SC) : TASSEK - Childcare

Support & Centre

24


• In the first year of operation, the centre had 84 children and 10 childcare providers

• Parents are encouraged to leave office at an early time due to the overtime fee past 6:45PM


• The Securities Commission

established an in-house

childcare centre in January

2001 as part of their objective

of supporting employees with

young children in balancing

their work and family

commitments.

• ‘TASSEK’ is subsidised for

children of employees ages

from 3 months to 5 years.

• Located in the Securities

Commission office, the centre

provides close proximity

between child and parent.

• The Securities Commission

Invested approximately

RM600,000 to establish

TASSEK, an in-house childcare

facility.

• Employees are provided with a

subsidy for the childcare centre.

• In 2008, a partnership was

established with BiB’s Childcare

Development Centre to manage

the daily operations of the

centre as well as develop the

children’s learning curriculum.

• Eliminates immediate

concerns of parents on

which childcare centre to

join.

• Centre continues to

generate interest from

employees with mothers-to-

be registering months in

advance.

• Encourages parents to

spend time with their child

throughout the day,

fostering greater parent-

child bond.

Top Management

Influence

Robust Policies &

Processes

Communication with

Parents

Key Success Factors

Childcare Support & Facilities

Case Study of Telekom Malaysia Berhad (TM) : Taska TM -


25


• 1% increase in engagement score in the year

• 38% of women in the total workforce & 32% of women in the Management team

• IMM Malaysia Women Marketeer Award 2011

Overview Programme DevelopmentOutcomes

Key Success Factors

• TM aims to fulfill

employees’ needs by

providing quality and

affordable Childcare near to

the workplace.

• Although the cost is

expensive, TM believes the

initiative saves money in the

long term by decreasing

turnover and absenteeism.

• TM Corporate Governance

blueprint expresses a goal

for women participation on

Boards to reach 30% by

2016.

• Initially managed by Tiaranita

TM, the operations of the

Childcare was handed to HR in

2001 and renamed to ‘Taska TM’

which was later relocated to

Menara TM. In conjunction with

HR, the operations has now been

outsourced to Dzuliman

Kindergarten in 2008.

• Currently the centre has 124

children and 15 teachers. The

centre is for children ages 6 and

below.

• Employees enjoy a 40%

subsidized monthly fees.

• Survey responses from

employees who use the

centre indicated high

satisfaction towards

management and the service

provided by the centre.

• TM has has seen an increase

in engagement score.

• Waiting list to register

newborn babies at the

childcare centre as the quota

is limited due to space and

number of care takers at the

centre.

Top Management

Influence

HR Engagement

Robust Policies &

Processes

Communication with

parents


Case Study of Accenture : Empowering Women - Women’s

Programmes & Initiatives

26


• Women comprise more than 17 percent of Accenture leadership and nearly 40 percent of new hires

• 22% of Accenture’s Global Management Committee, primary governance group, are women


Key Success Factors

• Accenture’s objective is to

find diverse talented

people with the right

skills, different

experiences and

backgrounds.

• The company aims to

provide an environment

and culture that

empower women to

define their personal

approaches to success.

• To help them, Accenture

focuses on developing

leaders, empowering

women and enabling

women to thrive.

• Accenture utilises an integrated approach

to empower women and ultimately increase

the representation of women in senior roles

through :

o Women’s Mentoring

o Accenture Women’s Network

o Women’s Employee Resource Groups

o International Women’s Day is

celebrated in over 197 locations

o Defining Success Forums

• Leadership Programmes -“Developing High

Performing Women” targets top performing

managers. More than 1,000 women from 45

countries have participated.

• Sponsorship from senior leaders to

participate in one diversity event a year.

• Accenture has been

successful at leveraging

the value of diversity

and translating these

values into positive

business outcomes.

• Currently employs more

than 90,000 women,

constituting 36% of the

workforce, making it

one of the leading

inclusion and diversity

advocates.

Top Management

Influence

People Advocate

Network

Robust Policies &

Procedures

Accountability Metrics

Training & Awareness

Communication

Campaign

Empowering Women : Women’s Programmes &

Initiatives

Case Study of General Electric (GE) : GE Women’s Network

27


• In 5 years, a 9% to 14% increase of female senior executives

• Raised $431,622 and awarded scholarships to 108 women

Women’s Network


Key Success Factors

• Established in 1997, the

objective of the network

was to foster professional

women’s development to

grow, attract and retain

successful women

throughout GE.

• Development is focused on

leadership, advancement

and career-broadening

opportunities through a

variety of tools including

information, education and

networking with other

women to learn best

practices.

• Operating structure consists of a

leadership team, regional steering

committees and local hubs.

• Mentoring and technical specific:

o Women & Technology

o Women in Commercial

o myConnections

• Once a year, hub leaders have a global

meeting to discuss the development

opportunities for the year.

• Activities include :

o Training & Mentoring

o Social networking events

o Work-life balance workshop

• Today, the Women’s

Network has 100,000

members in 43 countries

compared to only 5000

members when it first

started off.

• After 5 years, women

corporate officers

increased from 5% to

13%, 9% to 14% of senior

executives and 18% to

21% of executives.

Top Management

Influence

HR Policies &

Procedures

Culture & Organisational

Alignment

Image Source :

http://www.genewscenter.com/Press-

Releases/

Agenda

28








Best Practice Workshop #2

Date : Wednesday, 26th June 2013

Time : 2:00 – 5.45pm

Venue : One World Hotel, Petaling Jaya

Workshop Details:

Key topics:

Objective : Preparing the implementation roadmap (medium to longer term) – understanding the

organisational gaps and business case towards prioritising and executing the best practices

Compilation of Best Practices

Implementation

Guide of Best

Practices &

Roadmap

Implementation Toolkits

Simulation of

FWA/FFF/WLF

Business Case and

other toolkits

Returnship

Gather feedback

and interest on

returnship

programme

FlexWorkLife.my

Preview to Best

Practices Online

Repository

29

Next Step – Build a business case to convince your top

management to implement FWA, FFF or WLB

30

How can I convince

top management to

buy in and support

FWA, FFF or Work

Life initiatives?

Why do we need these initiatives?

What are the proposed initiatives?

Who in our organisation will benefit

from this initiative?

How should we best implement this

initiative to gain most value?

When would it be suitable for our

organisation to embark on this?

How much would it cost?How much would it cost?

What financial benefits can I stand to gain?What financial benefits can I stand to gain?

What non financial benefits can I stand to gain?What non financial benefits can I stand to gain?

What are the functional types of our workforce? What are the functional types of our workforce?

Who is suitable for what initiative?Who is suitable for what initiative?

What are the best practices?What are the best practices?

What are the key considerations?What are the key considerations?

Is our organisation matured enough?Is our organisation matured enough?

What are the timelines required?What are the timelines required?

What does each initiative mean?What does each initiative mean?

What are other companies implementing?What are other companies implementing?

Launch of flexWorkLife.my

flexWorkLife.my (previously Talent Wanita) is an online

resource portal that features the following :

� Network of employers sharing best practices

� Recruitment portal for job seekers, looking for flexible

work arrangements

� Profiles of Diversity Advocates

� Success stories & case studies from leading employers

� Tax incentive for training programme

� flexChallenge initiative

And many more….

31

Agenda

32








Summary and Q&A

33

Topics:

• Focus area

• Presentation of top 3 key

take-away

• Q&A

5 Minutes / Group

Duration

Agenda

34








35

THANK YOU

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